Effects Of Sleep On Football Performance.

Football performance is affected by a combination of technical (ability to execute football skills), tactical (decision making), physical (body’s ability to execute the demands of football), and mental (functioning of the brain to affect behaviour) factors.

Those four factors are greatly affected by the quality of sleep.

Football requires excellent coordination to enable players to perform the complex movements that are required to execute football skills, and the physical demands of football like agility, leaping, endurance, physical speed etc.

Quality sleep greatly improves the movement of neurotransmitters from the brain to perform reflex and non-reflex actions that affect coordination.

A football player that has quality sleep will have improved coordination and the opposite is also true.

Coordination greatly affects the quality of the above attributes which affect football fitness.

Football has many situations that constantly change every second which requires excellent learning ability and a good memory that enable quality decision making in responding to these situations.

Quality sleep greatly improves the brain’s capacity in learning and memory. Learning and memory are often described in terms of three functions; acquisition, consolidation and recall.

Deep sleep is what enables acquired information to get stored and consolidated in the long-term memory which enables the brain to recall that information when needed.

A player that consistently gets quality sleep is capable of being able to recall football situations and respond appropriately.

The three functions of learning and memory are greatly affected by the quality of sleep.

Football matches and training sessions are mentally and physically draining which requires recovery sessions to enable an individual to return to a state of being able to perform better in the next training session or match.

If all the other recovery methods like adequate hydration, timely nutrition, and quality stretching are followed then quality sleep enables the repairing process of muscles, bones and tissue to be complete.

This repairing process enables footballers to have more energy reserves the next day and to reduce the probability of getting muscle related injuries.

A football player that doesn’t get enough sleep will struggle to train or practice at their best capacity which affects performance in matches because you can only compete the way that you train/practice.

Football matches present problems that requires cognitive speed and reaction speed to solve. Cognitive speed and reaction speed are affected by concentration, attention, and focus.

Quality sleep greatly improves concentration, attention and focus which helps footballers to improve on the awareness required to respond faster to situations that happen during training and matches. This means; avoiding tackles that could get you injured, avoiding being reckless, and having the ability to punish mistakes made by opponents or recovering to correct the mistakes made by team mates.

A football player that doesn’t get enough sleep consistently would struggle to recognize how to solve the problems presented to them in football matches.


It’s important for parents to monitor the quality of sleep especially in teenagers because that’s when they usually lose their discipline to sleep due to a lot of changes in their lives.

Footballers should target sleeping for 8-10 hours at night and avoid using electronic gadgets 60-90 minutes before sleep because the light from the gadgets affects the brain’s ability to release sleep hormones and the activity on the gadgets might cause stress or anxiety that will delay sleep.

For individuals that train in the evening, it’s important to target having a nap in the afternoon.

Corporate governance holds the key to sustainable football success.

Governance is difficult to define but is easier to recognize in practice.

According to Investopedia, corporate governance is the structure of rules, practices, and processes used to direct and manage a company.

The purpose of corporate governance is to facilitate effective and prudent management that can deliver the long-term success of an organization.

If you asked any stakeholder within football in Uganda about the games’ biggest needs, 99% would give answers rotating around money in the form of funding from sponsors and the government.

To us, the success of football organizations starts with having money.

Every time that we need to solve a football-related problem, discussions rotate around acquiring money from sponsors yet, the lack of money or abundance of money on its own does not guarantee the failure or success of a football organization.

How many times has a new football club in Uganda started with a lot of public attention and funding only to fade and disappear without a trace? Countless times.

In 1992, a football club in Uganda sold a player directly to a football club in France for an estimated $180,000 yet 28 years later, the club doesn’t have a training ground, no website, and currently relies on cash handouts from well-wishers to survive.

That is a clear example that the lack of money is not a problem for football organizations in Uganda.

Football rotates around three arms of governance, sporting, and business.

Every activity that you observe within the game belongs to one of those three areas.

Of the three arms of football, governance is key to have good business and sporting activities of any football organization, without good governance, the business and sporting arms of any football organization would struggle to develop or wouldn’t be sustainable.

For any football organization to have sustainable success in the sporting and business arms of football, it needs to start with the practice of good governance.

The first step of good governance in football organizations is the separation of powers, responsibilities, and roles.

The owners or members of the football organization should appoint or vote the chairperson or president of the board/executive committee who will then appoint other members of the board/executive committee.

The board/executive committee appoints a CEO to head the day-to-day operations of the football organization.

The owners or members, board/executive committee, and management of the football organization should have powers, responsibilities, and roles that are documented and separate from each other.

Some of the simple governance checklist questions for the majority of football organizations in Uganda are;

Who are the owners?

Are board/executive committee members trained to perform board roles?

Does the football organization have documented policies, procedures, and a constitution?

Are decisions and policies quickly and effectively communicated?

Do all members of the football organization have documented role descriptions, clear objectives, and regular appraisals?

Do board members, management, and staff attend regular and collective training sessions to ensure individual and organizational development?

Are core competencies for each position documented and positions filled with competent individuals?

Football organizations in Uganda need to adopt the practice of good governance because it creates an environment of efficiency.

Although football operates in a different environment, football organizations in Uganda need to benchmark against some of the best performing corporate companies in Uganda because they have managed to show that corporate governance is indeed the foundation to successful sustainability.

The taxation dilemma of football in Uganda.

“In this world, nothing can be certain except death and taxes.” Benjamin Franklin

Taxes is one of the most hated expenses that most individuals and companies always complain about and/or try to avoid.

Some avoid taxes in a legally accepted way, others are smart enough to transfer it to their customers while the rest illegally avoid paying taxes either intentionally or through ignorance.

The majority of football stakeholders in Uganda have been ignorant about their tax obligations until the Federation of Uganda Football Associations (FUFA) communicated that football clubs are supposed to start remitting Pay As You Earn (P.A.Y.E) for all their employees.

As usual, most tax announcements are met with complaints yet football stakeholders should have a positive attitude towards meeting all tax obligations, and here’s why.

By August 2020, the majority of sectors in Uganda had resumed operating post the COVID-19-induced lockdown but, football was still on hold.

Football in Uganda greatly contributes a lot to the economy but it’s not documented for the government to be aware of the facts.

For those of us that work in football, our livelihoods depend on it but unfortunately, we haven’t taken the necessary steps to show the government how football contributes to Uganda’s economy.

By now, we have learned that the government of Uganda prioritizes the sectors that contribute to the economy.

A very good example would be the transport sector of commuter taxis and Boda Bodas, they operate in an informal sector but are customers of the fuel companies that pay a lot of taxes.

It’s easy to see why the transport sector was allowed to resume earlier than football yet it also has the risk of crowding.

Football stakeholders in Uganda should accept that complying with tax regulations would enable the government to know what they contribute to the economy and how to support the growth of football.

The other reason is the ability for football to get tax holidays, however, this is only possible when the government is able to know the potential of football’s contribution to the economy.

Tax holidays in football would encourage economic activity and foster growth, stimulate foreign investment and increase tax revenue in the long run.

This is where football in Uganda finds itself in a tax dilemma. Is it tax holidays before taxes?

For football in Uganda to be on the safe side, it would have to be paying taxes first and then lobbying for tax holidays.

Thank you for reading!

Managing Finances for Football in Uganda.

Football organizations need money to operate yet it’s a very scarce resource because of the tight competition involved in acquiring it.
To beat the tight competition, football organizations in Uganda must have good financial management practices.

Managing finances transparently, efficiently
and effectively is essential to ensure continued income and growth for any football organization.

Mentioning good financial management practices and the majority of Ugandans in the same sentence is almost equivalent to mentioning water and oil in the same space. The two hardly mix!

Financial literacy is supposed to be taught from the infancy stage using the same effort as reading, writing, etiquette, and all the other lessons that are taught in that period of human growth.

Unfortunately, the majority of Ugandans don’t undergo financial literacy that would enable us to practice good financial management. As we get older, we struggle to manage personal finances yet besides, we have football organizations to manage.

A friend of mine named Peter traveled with his family and in-laws to Kabale to celebrate Christmas. As the norm usually has it in most Ugandan cultures, his parents gave his niece 10,000 Uganda shillings as pocket money on the way back.

Along the way, the excited niece and the mother planned on how to use the money and settled for the idea of buying roasted chicken to enjoy the road trip.
They gladly requested Peter that should he come across a selling point for roasted chicken, he should stop so that they spend their money.

Concerned about their choice on how to spend the money, Peter asked the sister in law and niece whether eating chicken was their main need.

Of course, his question wasn’t treated in a good way but he exercised his authority to inform them that he wasn’t going to stop.

The above scenario of impulsive spending speaks to the majority of us Ugandans yet we are required to manage finances in the organizations that we serve.

Another misconception among we Ugandans, it that good financial management practices is a job for people employed in the finance department yet it’s every individual that is part of an organization.

In June 2020, the Federation of International Football Association (FIFA) approved that $1.5 million will be sent out to each member association as COVID-19 relief aid.

Football clubs in Uganda are already demanding for the money to pay off salaries and in typical Ugandan financial management fashion, there are already articles published to show how the money should be spent.

The money is not meant to bail out only football clubs but the entire football family of FUFA’s 34 members.

I can understand that football clubs in Uganda have been badly affected by COVID-19 and need money to pay salaries but I am very sure the majority of football clubs have always had inconsistencies in paying salaries.

I am not sure about the instructions but, If I had to decide, I would ensure that $1.5 million is spent on activities that will lead to growing or attracting competent human capacity within football and infrastructure that would lead to sustainable income within football.

For example, there’s no club with a training ground worthy of a professional football club in Uganda.

How many football clubs in Uganda lack training facilities? How many football clubs spend money on renting or hiring poor training facilities?

If part of that money were to be used to construct modern football training facilities in some parts of the country, would clubs still have to rent or hire training facilities as a cost? Would owning training facilities enable clubs to make money in the long run?

We need to prioritize the training of good financial management practices within football in Uganda.

It’s never too late and, will save us the burden that comes with the ignorance of managing finances for football in Uganda.

Mutualized Services would Develop Football in Uganda.

Mutualized services in football are when two or more football clubs use the same service as a solution to solve a common problem.

The football clubs involved will put aside their rivalry to use a common service as a solution that would help them to grow.

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It’s believed that in the late 1990’s SC Villa, Express FC, and KCCA FC formed an association named V.E.K because they weren’t happy about the Federation of Uganda Football Associations (FUFA) paying them less money from the Nile Breweries league sponsorship.

The three clubs approached Hedex for sponsorship and played a tournament in form of a super cup.

In that example, three clubs had a common problem of less income from sponsorship then united to attract a common sponsorship service as the solution.

Football in Uganda has very many problems. Clubs are faced with countless challenges that keep increasing every other year.

Some of the problems faced by clubs include; lack of training and match day facilities, lack of competent human personnel, and poor governance.

The majority of the problems faced by football clubs in Uganda, can’t be solved by each of the clubs on their own because the cost would be unaffordable.

KCCA FC’s 2018-2022 strategic plan shows that the club needs an estimated $2.5 million to construct a stadium at their current location in Lugogo but has so far got about $600,000 to start the first phase of stadium construction.

On having the funds available to start construction, KCCA FC’s chairman Martin Ssekajja was quoted by the press to have said that, “We would like to call upon sponsors, fans and KCCA FC well-wishers who can lend a helping hand to come through. We are going to create an app that everyone will use to donate their money for this project and we shall account for every penny.”

The entire process shows that KCCA FC is struggling to raise funds to construct a stadium that meets international standards.

KCCA FC can use mutualized services to partner with one of their rivals like SC Villa or Express FC to combine the efforts that would be required to raise the funds to construct a stadium and share the venue.

Mutualized services can be extended with negotiating for shirt sponsors, sleeve sponsors, stadium naming rights, and partners.

These would enable KCCA FC and the other club to earn more because they would be offering more in terms of numbers.

It might sound impossible because of the rivalry between KCCA FC and Express FC or SC Villa but rivalries like AC Milan and Inter Milan in Italy have used mutualized benefits to share a stadium, and are planning to construct a modern stadium very soon.

The other mutualized services idea that would benefit KCCA FC is the size of the land on which they are planning to construct a stadium.

Would KCCA FC get more if they partnered with the Kampala Rugby Club?

Do KCCA FC and Kampala Rugby Club have similar problems that can be solved with a similar solution?

Mutualized services should be the leverage used by clubs to grow themselves and develop football in Uganda.

NB: Good governance and strategic management need to be in practice if clubs are to get the best out of mutualized services.

Thank you for reading!

Stakeholders with A Genuine Passion for Football.

At the start of the COVID-19 induced lock-down, a video of Russian Olympic swimmer Yuliya Efimova practicing in a kitchen was circulated on social media.

Without a swimming pool, the Tokyo 2020 Olympic games postponed and Russia banned at the Olympic games, she had a perfect excuse not to train but her passion for wanting to be a better swimmer kept her going.

According to the Merriam-Webster dictionary, passion is a strong feeling of enthusiasm or excitement for something or about doing something.

“Passion breeds innovation, and creativity.”

Innovation and creativity are needed to solve problems; something that pays a lot of money.

Take a look at the organizations that are either the most profitable or highly influential in any sector; they solve problems.

“Simplicity is genius.”

Football in Uganda has a lot of problems that players, coaches, referees, and administrators at clubs and associations have failed to solve over the years.

Failing to solve problems leads to football being either less profitable or lacking influence, something that reduces the involvement of the government, sponsors, fans, media, and providers.

With less involvement of external stakeholders, it becomes almost impossible to have the funding, law, infrastructure, and policies that are needed to take football to the level of becoming an economic activity that can have a massive contribution to Uganda’s economy.

Please click here to read: 
FUFA can't solve Uganda's 
football problems on it's own.

The majority of football stakeholders in Uganda claim to be passionate about football but confuse passion with the motivation for earning money at first sight.

The easiest way to find out whether an individual lacks passion is to place them in a problematic environment; do you get an excuse from them or a reason aimed at solving the problem?

Here is a scenario: In 2020, we still have football pitches that flood during the rainy season.

The reason is heavy rain makes the pitches to flood. The excuse is that it’s a rainy season.

An administrator with problem-solving skills would learn how to make pitches that have good drainage to enable the pitch to be used irrespective of the amount of rainfall.

Would that enable the pitch to generate more revenue?

Football was introduced in Uganda earlier than other sectors but hasn’t developed at the same rate.

In sectors like transport, banking, telecommunications, and fashion it’s possible and feasible to import and use the latest ideas that are a result of innovation and creativity of passionate people.

It’s possible to have a Mercedes Benz, iPhone, and a pair of damaged jeans in Uganda because those are tangible products solving your transport, communication, and dressing wants but the same can’t be said for football.

You don’t need to wait for a Ugandan made car, mobile phone, or clothing but if they existed, then home-made products in that sector would need to step up and match the quality to compete.

With a better football product being offered on pay-tv, Ugandan football can’t compete neither is it feasible to import better players, coaches, referees, and administrators.

That leaves us with no option but to be creative and innovative.

In other sectors, it’s also possible to copy hence no need to rely on innovation and creativity.

Copying might have an added cost but is still possible.

For instance; All banks seem to have SMS and E-mail notifications on account transactions but the idea must have originated from somewhere else.

In football, if you copy then chances are high that you will fail because many other conditions have to be met for the copied idea to succeed.

You can see this with the idea of how we copied the English Premier League’s model.

In less than two years, it was already a failed project because we didn’t have the competent personnel to make it work.

Ugandan football stakeholders are currently in a catch 22 situation of the money first option because we prefer instant gratification.

Football in Uganda needs internal stakeholders that see problems as an opportunity.

Not an opportunity for themselves but for the next generations to enjoy football in better conditions.

We need stakeholders with a genuine passion for football to solve Uganda’s football problems.

Thank you for reading!

Are you an internal football stakeholder?

Have you solved any football problem over the past three months?

Please use the #UGfootballitstartswithme hash tag on twitter to share your problem solving.

Football talent is overrated.

We have this assumption that Ugandan footballers are talented, we have the best football talent in East Africa.

According to the Cambridge dictionary, talent is defined as a natural ability to be good at something, especially without being taught.

There’s a very high chance that human beings misuse the word talent because, apart from reflex actions like blinking and breathing, almost every other action has to be learned or taught.

It’s animals that might be well suited to the word talent: Does a cheetah practice to have a high speed? Do ducks practice how to swim? Do dogs ever practice how to swim?

Football requires a range of skills categorized as releasing the ball, travelling with the ball and, gathering the ball.

According to the Cambridge dictionary, a skill is an ability to do an activity or job well, especially because you have practiced it.

When you see Lionel Messi dribbling, Christiano Ronaldo jumping to head a ball, Manuel Neuer making a save, Nemanja Vidic tackling an opponent, David Beckham passing the ball and many other professional footballers performing skills.

Those are football skills that has been learnt through DELIBERATE practice.

Before the 90’s it was possible to become excellent at football without a football academy. Youngsters played a lot of street football which made them skilled footballers.

There’s a high possibility that a Ugandan footballer in the 70’s could have played in Europe without a lot of difficulty because of the similarity in the way players learnt football skills across all continents.

However, all this changed with the introduction of football academies in Europe. The rest of the world followed the trend and, even some parts of Africa like Ivory Coast embraced the idea of football academies.

Football practice moved from the street to deliberate practice and nurturing football ability, something that we haven’t yet started in Uganda.

With all due respect to whoever operates a football academy in Uganda, they are day care centres in disguise.

Football ability (read talent) can make a difference in under age football.
At U-12 age category, it’s very easy to see a footballer that stands out of the crowd to be deemed as talented.

Research in England shows that between 13-16 years of age, there’s a 76% drop out rate from football. For them it could be due to many factors but what about in Uganda?

We don’t have figures to base on research but its likely that the lack of professional football, an amateur mindset towards football and the lack of domestic football role models leads to parents preferring ONLY formal education over any form of football practice.

There’s also a high possibility that most football drop out rates are due to the extra work that starts at 13 years of age in football training.

From that moment, if players have started puberty then speed, endurance and strength training is introduced.

The football dropout rate increases to 96% after 18 years of age perhaps due to the demands of football performance which is more than just talent.

Football statistics have also shown that in modern football, the average time spent on the ball is less than 2 minutes for each player.

Footballers spend most of the time on the pitch doing other activities that require a combination of speed, strength and endurance that are greatly affected by coordination.

They also require mental strength like the 5C’s of football which greatly help in decision making.

Being skilled is extremely important but it’s just a tiny fraction of the foundation required to be a professional footballer.

Being a skilled footballer (read talent) on it’s own is not enough to play professional football.

The lack of competent football skills coaches, managers capable of nurturing talent and genuine football academies means that expecting to have talented Ugandan footballers has a lot to do with mediocrity hence the comparison with other East African countries.

For us to keep thinking that talent is a big deal, indeed football talent is overrated in Uganda.

Thank you for reading.

Human resource solutions for Ugandan football.

If you have watched the television series The Profit, Marcus Lemonis the TV billionaire has a slogan; People, Process and Product.

Those three P’s are the key indicators that he uses to analyze before deciding to invest in any business.

People are the most important asset to any organization.

The quality of the human resource is essential for efficient operation and necessary to obtain money which is the most sought-after resource for any football organization.

Football in Uganda has got a very huge human resources management challenge.

It’s one of the reasons why investing money in Ugandan football is equivalent to water draining in a sink.

The majority of football start-ups in Uganda close or change ownership within three years because the people managing most football investments can’t make football a profitable venture.

We lack the competence, passion, and creativity that are very huge factors in problem-solving, taking risks, goal orientation and commitment to take football to a professional level.

If Ugandan football is to progress and become professional then quality human resource management has to become a strategic priority.

How do we expect football clubs to understand their operating environment, have strategic plans, manage human resources, manage finances, manage marketing and have well-organized events yet we have a handful of competent individuals?

It would be easy for us to believe that the lack of competence is a general problem within Uganda but that is not true considering that the majority of the corporate companies have competent individuals.

They might not be owned by Ugandans but the majority of employees are Ugandans.

It would also be easy to suggest that football should start attracting competent individuals from the corporate sector but that is not financially sustainable at the moment.

Ugandan football’s biggest challenge in human resources management comes from the way we recruit and motivate individuals.

We call out to the general public then train and certify individuals who qualify to do football work based on their qualifications.

For a football administration and management course, whoever can afford will pay to study then on completion of the course they qualify to be employed as a football club official.

On being employed, they are paid a salary and expected to deliver results because we are still stuck in the era of believing that salary is a motivating factor.

That is how we end up having incompetent individuals serving football in Uganda.

The corporate companies that are worlds apart from football use a different method to recruit especially at entry-level.

They have designed a methodology in which they can tell who would be a competent employee if they were to be trained.

They conduct interviews to test the individual’s skills before training them to start working and training continues throughout your career.

They have very many methods used to motivate an individual.

They believe and practice the saying that, “you would rather train employees and they leave than not train employees and they stay.”

Is it possible for Ugandan football organizations to observe individuals that would be competent administrators then train them football management and administration?

When they are employed, is it possible to motivate them to be retained at the organization or within football?

It is possible to train them extra skills like service, first aid, communication, public speaking, etiquette, time management, conflict resolution, financial management, presentation, and emotional intelligence?

If we can answer yes to that then we shall have competent administrators that are committed to solving problems and serving football.

Actions that keep Ugandan football amateur.

Amateur football is the act of engaging in football to pass time usually without the expectation of remuneration.

Professional football is a full-time activity in football, working towards remuneration being more than what has been invested.

Football in Uganda was introduced by the British colonialists as a hobby.

It was viewed as a leisure activity that players, coaches, referees, administrators, and other football stakeholders could get involved in at the end of the day when they had finished up with work.

The year is 2020, football is still generally amateur in Uganda.

There are steps that are being taken by the Federation of Uganda Football Associations (FUFA) to develop football into a profession but we still have decisions and actions that keep Ugandan football amateur.

In March 2020, Uganda’s domestic national team camped for training in the same period that coincided with the Uganda Premier League (UPL) matchday 25.

Some clubs had players reporting on match day to represent their clubs.

That incident on its own raises questions that prove our level of amateurism.

How did club coaches prepare their teams for matchday 25?

Did the national team coach share the players’ training workload with affected club coaches?

Could the national team training be delayed by a week or have UPL matchday 25 postponed?

We also have many incidents of coaches handling more than one team at the same time.

These include the national team coaches handling the domestic team and the majorly based foreign team considering that in March 2020 they were going to be in camp at the same time.

From May 2015 to February 2020, I worked as a full-time football coach but failed to see how it’s possible to coach more than one team at the same time.

The amount of work required to plan and prepare a training session, conduct and supervise a training session, to evaluate, and give feedback after the session is very demanding.

Professional football coaches work with bigger teams of support coaches but still require breaks (now known as sabbaticals) in between moving from one job to another because they need to recharge from the exhaustive task.

If any coach is handling more than one team at the same time, then it’s clear that they aren’t doing 30% of the work that should be done.

In the example of UPL and our national team coaches, these are the known professional football entities in Uganda but professionalism is on paper and not yet practiced at 100%.

If football in Uganda is to develop into professional then we need to accept that we are still amateur.

Arriving at the acceptance stage is what will enable us to start planning on how to become professional.

Unfortunately, 99% of the internal football stakeholders in Uganda either haven’t arrived at the acceptance stage and/or deny that football is still amateur.

We seem to be comfortable with football staying in its current stage.

Professional football would transform Uganda’s economy by reducing the rate of unemployment, greatly increase on the amount of taxes collected from football, football is a huge factor in increasing the number of tourists, and professional football requires knowledge that would improve the education capacity of the Ugandans involved in football.

For that to happen, we need to document the decisions and actions that are still keeping us amateur then plan on how to become professional.

FUFA should amend football regulations.

On 13th February 2020, the Federation of International Football Association (FIFA) communicated an amendment of regulations on the status and transfer of players to ensure that solidarity mechanism payments be applied at a national level.

When I read the amendment, it gave me mixed emotions.

I was very happy that domestic transfers will help to generate funds to grassroots football but also very disappointed and frustrated that the Federation of Uganda Football Associations (FUFA) had never realized the potential of solidarity mechanism.

2020 marks four years since I wrote about the solidarity mechanism and how it could be used to generate revenue for football clubs in Uganda.

FUFA did amend article 30.3 regulations on the status and transfer of players but there was hardly any impact, close to wasted time.

The above amendment gives FUFA more work yet they should be simplifying it by ensuring that clubs start and end the entire process.

All that FUFA needs is to supervise the process.

My other disappointment comes from us not wanting to lead, we always want to follow.

We don’t want to challenge the process.

We lack football administrators with genuine passion and creativity that would have an instant impact on the development of football in Uganda.

Can you imagine the impact and legacy if FUFA had started a quality domestic solidarity mechanism and be used as a case study by FIFA? 

FUFA needs to amend football regulations that reflect its mission to develop, promote and protect football for all.

For that to happen, it requires having employees that are well motivated to think full time on how to develop, promote and protect football for all.

At the start of the 2019-20 season Union of European Football Associations (UEFA) amended competition regulations so that a player can represent two different clubs playing in the same competition.

That amendment helped generate more revenue in the January 2020 transfer window and for UEFA competitions to retain good players.

Erling Braut Haaland joined BvB Dortmund from RB Salzburg after they met his release clause for a reported £17 million.

Before the amendment, Haaland might have joined Dortmund but the UEFA Champions’ League would have lost a player of his quality which affects TV revenue.

Haaland could have decided to stay at RB Salzburg to play in the knock out rounds of the Europa League which would have meant that Salzburg misses out on earning £17 million.

The same can be said of Bruno Fernandes joining Manchester United from Benfica for £47 million, Minamino to Liverpool from RB Salzburg for £7 million and many other transfers.

UEFA’s action is an example of how a well thought out amendment on football regulations can have an impact on the development of football.

Now that FIFA has sorted out the domestic version of solidarity mechanism, FUFA needs to comb through the rest of its regulations because amending most of them would have an instant impact on the development, promotion, and protection of football in Uganda.